In retail, 9 years goes in a blink of an eye…yet everything changes.
And so, it’s proved for Maja Aagaard, Head of Digital Development Retail & Georg Jensen at Fiskars Group, the iconic Danish brand. Since 2016, Maja’s been instrumental in developing the brand’s digital presence to become a shining example of great omnichannel retail.
She’s witnessed growth, change, and evolution in her work to help future-proof this historic brand and position it so customers get a luxury shopping experience at every touchpoint no matter how they shop.
Naturally, over the course of 9 years, Maja has learnt a lot. In this interview, Maja shares with us everything she’s learnt - from finding the right vendors to getting full scale system change right. It’s a journey of innovation and adaptation - one that highlights the power of technology in shaping the future of retail.
Thanks for taking the time with us. Let’s jump straight into it. What does omnichannel retail look like for Georg Jensen?
Omnichannel has become a cornerstone of how Georg Jensen operates. It’s no longer a “nice-to-have” - it’s a non-negotiable part of the customer experience. Whether someone is shopping online or visiting one of our physical stores, the goal is to make their journey seamless, consistent, and reflective of our identity as a luxury brand.
Take something as simple as buying a ring. If a customer wants to surprise their partner, they should be able to log in online, check their partner’s profile for their ring size, and see a shared wishlist. From there, they can reserve the ring at their nearest store, go in to see it in person, and finalize their purchase. The transition between online and offline should be so smooth that it feels effortless - and that’s what we’re working to achieve.
This didn’t happen overnight. When I first started at Georg Jensen, online and physical retail were essentially separate worlds. Over the years, we’ve invested in ensuring that all our touchpoints - e-commerce, physical stores, and customer service - are interconnected. Today, customers can view their purchase history, access campaigns, and enjoy consistent pricing, whether they’re shopping online or in-store. While there’s still room to improve, we’ve made significant progress toward creating a unified retail experience.
What, would you say, is the driving force for this shift?
The driving force behind this shift has always been the customer. Expectations have changed dramatically in recent years, especially during and after COVID. When stores shut down, consumers turned to online shopping in record numbers. But as stores reopened, those same customers brought new expectations with them - they wanted the convenience of online shopping combined with the sensory, personalized experience of physical retail.
For us, it was clear that we had to meet these expectations. As a luxury brand, we’re benchmarked against some of the best in the industry. Our customers expect the same high level of service and convenience they’d find with other leading retailers, if not better. This means creating a consistent experience at every touchpoint, whether it’s browsing our website, interacting with store associates, or receiving a campaign email.
Ultimately, our approach to omnichannel is about honoring the trust and loyalty of our customers. It’s about creating a shopping experience that feels as elegant and effortless as the products we offer - because that’s what they deserve.
Technology plays a huge role in this. So what is it you look for in tech vendors?
I don’t think of our vendors as just vendors - they’re partners, and that mindset is essential. We work with them collaboratively to solve challenges and create value, so having a strong working relationship, open communication, and alignment on goals is absolutely critical.
Scalability is one of the first things we look for. Our technology partners need to provide solutions that can scale across markets without compromising performance. Transparency is also non-negotiable. A clear and predictable pricing model builds trust and ensures there are no surprises down the line.
Support is another key factor. In retail, where downtime can directly impact customer experience and revenue, having reliable customer support is critical. We also value vendors who understand the nuances of the markets we operate in, from cultural differences to specific legal and technical requirements. It’s not just about offering a product it’s about offering a solution that works globally while adapting locally.
Integration capabilities are equally important. For example, our POS integrates directly with our e-commerce systems, reducing the need for custom development and ensuring data flows seamlessly between channels. This level of connectivity is vital in delivering the unified, omnichannel experiences our customers expect.
Above all, though, there must be chemistry. It might sound surprising, but a close relationship with the vendor’s team - especially the account manager and customer success team - makes a huge difference. When you’re tackling challenges together, you need a partner who listens, provides thoughtful feedback, and is willing to evolve alongside your business. It’s a two-way relationship: we rely on them to deliver a robust solution, and they rely on us for input to enhance their product. When that dynamic works well, the results are extraordinary.
Changing systems is a big deal and one that can fill a lot of people with fear. What advice would you give to other retailers undergoing system changes?
Planning is everything when it comes to system changes, and it starts with having crystal-clear objectives. You need to define exactly what you want to achieve - whether that’s launching a minimum viable product (MVP), taking a phased rollout approach, or going all in with a big-bang deployment. Each strategy has its pros and cons, and the right choice depends on your specific needs, scale, and resources. Without clear objectives, it’s easy to lose focus or get overwhelmed by the complexity of the project.
Change management is another critical factor. It’s not enough to have a great system on paper - you need buy-in from everyone in your organization, from the leadership team to store associates. Communication is key here. People need to understand not only what changes are happening but also why they’re happening and how they’ll benefit the business and their roles. This creates alignment and ensures that everyone feels like they’re part of the journey.
When we rolled out our POS system in Japan, Taiwan, and Australia, change management was at the forefront of our strategy. Each market presented unique challenges, from language barriers to cultural nuances, which meant we had to be especially hands-on. We ensured our team was on-site during training and testing phases to provide direct support and address any concerns in real time. This kind of investment in preparation pays off significantly during the rollout and beyond.
Lastly, you must work to minimize operational disruptions. Retail moves fast, and even a small hiccup in operations can have ripple effects on customer experience and revenue. That’s why having a solid go-live plan is non-negotiable. Every person involved should know their roles and responsibilities, and you need to anticipate potential issues before they arise. For global companies like ours, time zone differences add to another layer of complexity, so coordination has to be airtight.
Ultimately, system changes are never easy, but with thorough planning, strong communication, and a focus on minimizing disruption, you can make the process much smoother and set yourself up for long-term success.
Sounds great. What are the biggest challenges facing retailers right now, you’d say?
Retail is facing a host of challenges right now, and inflation is one of the most significant. With consumer spending power shrinking, brands must be smarter than ever. You can’t simply discount your way out of the problem - it might drive volume, but it won’t protect your margins or your brand’s long-term health. Instead, it’s about getting creative with your strategy, optimizing costs, and finding ways to deliver value that resonate with your customers.
Another major challenge is agility. Technology and customer expectations are evolving at an unprecedented pace. Staying relevant means investing in systems that are scalable and flexible enough to adapt quickly. Retailers need to be ready to pivot - whether it’s to meet changing behaviors, implement new technologies, or respond to shifts in the economy. This ability to adapt isn’t just a survival mechanism; it’s a competitive advantage.
What do you think the future of the industry looks like?
Despite these challenges, the future of retail is incredibly exciting. The possibilities with technology are vast, and we’re only beginning to tap into their potential. AI, automation, and real-time data are already transforming how we operate. At Fiskars Group, we’re using these tools to streamline our processes, improve decision-making, and create a more cohesive global system. For example, AI can help us analyze sales patterns, predict inventory needs, and even enhance our marketing efforts.
From a customer perspective, innovation in retail tech is making experiences more seamless and personal than ever. Tools like omnichannel gift cards and click-and-reserve are already delivering value, but they’re just the beginning. As digital and physical retail continue to merge, the goal is to create shopping experiences that feel effortless and intuitive. Whether a customer is browsing online or visiting a store, every interaction should feel personalized and memorable.
Looking ahead, I’m most excited about how technology will continue to blur the lines between digital and physical retail. We’re moving toward a future where these channels work together in perfect harmony, driven by data, AI, and a deep understanding of customer needs. It’s a future that’s all about removing friction, creating joy, and redefining what’s possible in retail.
Finally, what advice would you give to other retailers who are trying to achieve similar things to what you’ve done at Georg Jensen?
To stay curious! The retail landscape evolves so quickly, and keeping an open mind is essential to staying ahead. Trends, technologies, and customer expectations are constantly shifting, so staying informed and willing to adapt is a must. Taking that first step can feel daunting - there’s always a fear of getting it wrong - but it’s also the most critical step. The sooner you begin, the sooner you’ll start to see progress.
Investing in the right technology is another cornerstone of a successful omnichannel journey. Choose systems that can grow with you, rather than locking yourself into rigid, outdated solutions. At Georg Jensen, moving to cloud-native systems, like our POS, has been a game-changer. It reduced operational costs, enhanced scalability, and ensured we’re always working with the latest tools and updates. This kind of flexibility is invaluable in a fast-changing retail environment.
Above all, put your customers at the center of every decision. Omnichannel isn’t just about connecting systems or adding new capabilities - it’s about creating a seamless, enjoyable experience for your customers, wherever and however they choose to interact with your brand. Whether it’s consistent pricing, click-and-reserve options, or simply making it easier to find their purchase history, every touchpoint should build trust and foster loyalty.
Omnichannel success comes from focusing on what truly matters: making your customers’ lives easier and delivering the kind of experiences that keep them coming back. When you approach every decision with their needs in mind, you’ll find your way to long-term growth and success.
You can discover more about unifying your sales channels in real-time here.
